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7 Drivers for Building Employee Engagement | Kim Dixon | Ceridian Talks

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7 Drivers for Building Employee Engagement | Kim Dixon | Ceridian Talks

  1. 1. 7 Drivers for Building Employee Engagement from Hire to Retire
  2. 2. Introduction Kim Dixon, Global VP Brand & Media Kim Dixon is an entrepreneurial marketing professional with a wide variety of technology industry experience in public, private and venture-funded organizations spanning sectors including graphics, education, telecommunications and digital content. Kim has lead teams and programs for the consumer, small business and enterprise markets including new product introductions of software, hardware and Web services, nationally and internationally. In 2006, she was named businesswoman of the year by the Ottawa Women’s Business Network in the corporate category.
  3. 3. Agenda 1. The State of Employee Engagement in Canada 2. Key Findings from the 2014 Pulse of Talent Survey 3. 7 Drivers for Building Engagement 4. Recommendations for Engagement Success
  4. 4. Employee Engagement Matters • Employee engagement leads to retention. • It is a more reliable indicator of performance. • It results in higher productivity, profitability and lower turnover.
  5. 5. Why Engagement Matters? SOME NUMBERS: • Turn over costs of disengaged employees: $5B/Year • Total number of employees leaving organizations: 2M/Year • The average cost of employee replacement per year: $10K • Average replacement cost: 20% of salary
  6. 6. Previous Pulse of Talent Surveys (2011-2013) 2011 • Measured perceived Job Security, Confidence in Leadership and Career Satisfaction 2012 • Focused on the impact of recognition on employee engagement and job satisfaction. 2013 • Focused on the agile approach to recognition and rewarding; Gen Y, Gen X and Boomers
  7. 7. “Estimated Replacement Costs For Disengaged Employees Is 5 Billion Dollars Annually.” • The Pulse of Talent 2014 edition was commissioned by Ceridian and conducted in partnership with Nielson • 800+ Canadians were surveyed nationwide during April and May • 3 Key Findings were revealed in the report
  8. 8. 2014 Pulse of Talent Survey 1 IN 3 EMPLOYEES ARE FULLY ENGAGED ON THE JOB 1 IN 3 EMPLOYEES BELIEVE THEIR EMPLOYER CARES ABOUT THEM
  9. 9. Key Finding #1: Employers Can Improve Engagement Levels
  10. 10. Highly engaged workers fall into one of the following groups: • Young or older (18-24 & 55+ years old) • Post-graduates, secure in their job, salaried, have the possibility to work from home, have access to an Employee Assistance Program • People who would like to work 3 years or more for their employer, are not looking for a new job and are not exploring new career paths
  11. 11. Top 3 Symptoms of Low Employee Engagement 1. HIGH TURNOVER • Want to explore new career paths • Think promotions are given externally • Current job <5 years
  12. 12. Top 3 Symptoms of Low Employee Engagement 2. LOW PRODUCTIVITY • Feel more stress • Get less sleep
  13. 13. Top 3 Symptoms of Low Employee Engagement 3. SLOW TO ADAPT TO CHANGE • Higher training costs • Difficulty keeping up-to-date on the job
  14. 14. Key Finding #2: Recruitment policies and processes are critical to building and maintaining a strong company brand.
  15. 15. NO FEEDBACK DURING RECRUITING CREATES NEGATIVE IMPACT
  16. 16. Engagement Growth is an Ongoing Process EMPLOYEE DEVELOPMENT + INTERNAL PROMOTIONS = HIGHER ENGAGEMENT. • In a company where employees are developed and promoted internally, engagement levels are higher.
  17. 17. Key Finding #3: Highly engaged employees are more loyal to their employer.
  18. 18. REASONS FOR NOT LOOKING FOR A NEW JOB: • Work is interesting - 57% • Good conditions - 57% • Security - 53% • Fair compensation - 51% • Respected - 45%
  19. 19. Engagement and Retention Rates • Despite everything employers are doing right, many employees are at least open to the idea of changing employers: OF EMPLOYEES ARE IN SOME FORM ACTIVELY LOOKING FOR A NEW JOB WITH A NEW EMPLOYER AREN’T ACTIVELY LOOKING, BUT WOULD CONSIDER A NEW JOB WITH A NEW EMPLOYER
  20. 20. 7 Drivers for Building Employee Engagement
  21. 21. Engaged Employees give higher ratings to all 7 drivers
  22. 22. Engaged Employees give higher ratings to all 7 drivers
  23. 23. Engaged Employees give higher ratings to all 7 drivers
  24. 24. Recommendations REWARD EMPLOYEES WITH MONETARY & NON-MONETARY COMPENSATION
  25. 25. Recommendations RECOGNIZE AND VALUE EMPLOYEES
  26. 26. Recommendations MOTIVATE AND CHALLENGE EMPLOYEES + PROVIDE OPPORTUNITIES FOR GROWTH
  27. 27. Recommendations SHOW YOU CARE ABOUT THEIR OPINIONS AND PERSONAL WELL-BEING
  28. 28. Recommendations COMMUNICATE/EDUCATE REGULARLY ABOUT THE COMPANY’S CORPORATE VISION
  29. 29. Recommendations • Reward your employees with monetary & non-monetary compensation • Recognize and value your employees • Motivate and challenge your employees professionally & provide opportunities for growth • Show employees you care about their opinions and personal well-being • Communicate/educate regularly about your company’s corporate vision 2014 Pulse of Talent Wrap #1: Employers Can Improve Engagement Levels #2: Recruitment policies and processes are critical to building and maintaining a strong company brand. #3: Highly engaged employees are more loyal to their employer.
  30. 30. THANK YOU To find out more about Ceridian Human Capital Management Solutions contact us at: 1-877- CERIDIAN (1-877-237-4342) or visit www.ceridian.ca.

Notes de l'éditeur

  • Recruitment policies and processes are the first impression an employee gets of an employer, and remain at the forefront as current employees search for internal opportunities. Strong engagement starts at the recruiting stage when an employee’s first impression of the company is formed, so it’s important that employers ensure that recruitment is done correctly.

    Recruitment is also an important step in development of employer branding. Even the smallest mistakes can affect a company’s reputation, or brand. For example, not giving feedback during the recruitment process has major consequences on the employer brand. Consequently, this has multiple collateral effects on the employer brand, on the commercial success of the company, and ultimately, on the employer’s ability to recruit the best talent.
  • Engagement level really matters at the individual level for recruiting internal talent.

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